If you would like to obtain more copies of this report, a copy of the full accounts or more detailed
information about any aspect of the PCT, please contact:
Helen Stubbs, Corporate Communications and Media Manager
Bury Primary Care Trust Annual Report 2005-06
21 Silver Street
Tel: 0161 762 3167
Having a Patient Focus - Achieving Meaningful Outcomes
Valuing Staff - Team Working
Having a Positive Approach - Being Open and Transparent
Continued commitment and dedication About The PCT
Bury PCT receives the NHS budget for the local population and is responsible for planning and
delivering health services for the people of Bury.
We are pleased to introduce the Annual Report for Bury Primary Care Trust for the period April
2005 to March 2006. The PCT also ensures that local hospital services and specialist treatment are available for local
patients who need them.
We would like to take this opportunity to thank those people who work within our local health
services, including the local Acute Hospital and Mental Health Trusts and our colleagues in The PCT directly provides Community Services from a range of bases including health centres,
primary care, including local GPs, Pharmacists, Opticians and Dentists. the acute hospital site and other community premises.
Our thanks also go to our local partners, Bury Metropolitan Borough Council (MBC), Bury Social ‘Bury PCT is committed to improving, expanding and modernising the delivery of services,
Services, Voluntary Agencies, local Users, Carers and Volunteers. to maximise health and well-being and promote self care to increase the amount of control
and choice for local people.’
The past year has been another challenging but successful period, which has seen the
establishment of the Provider Board within the Trust, the further development of the Local
Improvement Finance Trust (LIFT) projects and closer working partnerships to deliver a common Local health services coordinated by the PCT are broadly provided in four ways:
goal of excellence in care across Bury.
1. Services (mainly community health services) provided locally by directly managed PCT staff.
Our thanks are extended to the Staff and to the Stakeholders of the PCT for continuing to achieve
the consistently high standards of care that we have come to expect within Bury. 2. Primary Care Services provided through national contracts with GPs, pharmacists, opticians
We are certain that the next 12 months will bring new challenges and are confident that with the
excellent commitment of the staff of Bury PCT, we will rise to these challenges and further improve 3. Hospital services commissioned by the PCT on behalf of the population of Bury: i.e. locally at
the healthcare services available to the population which we serve. Fairfield General Hospital Bury and at over 20 other hospitals.
Personal Message from Mrs Hilda Harvey 4. A range of specific services provided by voluntary or non-statutory agencies with NHS
funding, such as Bury Hospice.
The reporting period to which this report relates concluded with the retirement of Evan Boucher,
the PCT Chief Executive since its creation in 2002. On behalf of us all at the PCT may I once more
take this opportunity to thank Evan for his unswerving drive and commitment to improving The PCT employs around 775 staff. The population for Bury PCT is 182,000 and the PCT had an
healthcare within Bury. annual spend of £215m in 2005-06
Bury PCT directly provides a diverse range of services which include:
District Nursing Health Visiting
School Nursing Evening and Night nursing
Orthoptic services Community Dental services
Speech and language services Walk-in centre services
Dental access centre services Occupational therapy
Podiatry Services Family planning services
Dietetic services Phlebotomy services
Young persons advisory services Health promotion
Specialist nursing services Discharge liaison
Child Protection Rapid response/intermediate care
Supported Living for Learning Disabilities
Hilda Harvey Stephen Mills Dr. Derek Fletcher
Chair Chief Executive PEC Chair
Having a Patient Focus – Achieving Meaningful Outcomes – Valuing Staff – Team Working
– Having A Positive Approach – Being Open and Transparent Having a Patient Focus
Bury PCT continues to work to its six key values that were originally developed by staff, colleagues The Development of Non-medical Prescribing
and stakeholders when the PCT was first established during 2002.
Over the last few years more Community Nurses have been able to become prescribers
Bealey Community Hospital delivers high quality care to adults whose GP supports their stay at completing the Independent or Supplementary training in areas of Practice Nursing and Specialist
Bealey. Over the past four years, the values have been successfully embedded throughout the Nursing. Secondary Care has also trained Nursing and Allied Health Professionals to become
organisation and are evident in all streams of work. The PCT continues to ensure that the values prescribers. In 2006 the full Formulary has been opened up to Independent Prescribers who meet
are reviewed on a regular basis to ensure they are still relevant to the work of the PCT. set criteria. Non-Medical Prescribing is part of the government’s commitment to modernising the
NHS, aiming to make access to medicines easier for patients to access by enabling highly trained
The 6 Key Values for Bury PCT are:
professionals to bring caring for patients closer to home by increased flexible use of workforce
o Having a patient focus skills.
o Achieving meaningful outcomes Bury PCT now has 104 non-medical prescribers of which 79 are trained to work from the limited
o Valuing staff formulary, 7 are Supplementary prescribers and 18 are Independent prescribers.
o Team working
o Having a positive approach, and There are currently 10 staff in training and five staff have applied to start training September 2006.
o Being open and transparent
Developing Essence of Care
Partnership Working The initiative covers ten benchmarks to encourage best practice across the professions covering
nursing and allied health professionals. The ten areas are;
The PCT works closely with its local partners, Bury Metropolitan Borough Council, Social
Services, Voluntary Agencies, Local Service Users, Carers and Volunteers. • Continence and bladder and bowel care
• Personal and oral hygiene
• Food and Nutrition
KEY ACHIEVEMENTS AND IMPROVEMENTS DURING 2005/06 • Pressure Ulcers
Bealey Community Hospital extension and refurbishment • Privacy and dignity
• Record Keeping
Bealey Community Hospital delivers care to adults over the age of 18,
who have a GP in Bury that has signed an agreement with the PCT to • Safety of Clients and mental health needs in acute mental health and general hospital settings
manage patients at Bealey. • Principles of self-care
The hospital now has 20 beds, an increase from the original 16.
• Promoting Health
Building work commenced in February 2005 to modernise, extend and
improve facilities at the unit. A conservatory was added for patient All are interrelated and each benchmark has a set of factors and indicators that set the standard
use; the dining room extended; a quiet room created; occupational for the benchmark.
therapy assessment kitchen and a physiotherapy room were built to facilitate the rehabilitation In line with the 2001 NHS Plan and following the launch of ‘Essence of Care’ in Bury, the PCT has
process. The hospital also has piped oxygen and suction, a lift for access to the first floor and a an Essence of Care Group to steer the development of patient focused care that is multi-
completely renovated hospital. The Hospital League of Friends has supported the unit both professional covering Nursing and Allied Health Professionals and working closely with Clinical
physically and financially. They have purchased many items of equipment including the new dining Governance and PALS.
The use of Bealey Hospital is very broad, patients requiring rehabilitation are admitted, many on
the Intermediate Care Scheme, others need symptom management in chronic disease care;
palliative management for end of life care; and for the treatment of leg ulcers and pressure sores.
All patients are cared for by their own GP and many members of the multi-disciplinary team.
Achieving Meaningful Outcomes Valuing Staff
Improving Dental Services 1. Choosing Health Diet Plans
During the year, more NHS dentists began working in Bury. The Nutrition and Dietetic Department has planned a detailed programme to enable
The PCT has also identified additional capital improvement comprehensive delivery of all Department of Health ‘Choosing Health Diet’ commitments. A bid
funding to strengthen dental services through premises for funding has been submitted to Bury PCT Commissioning Services to enable delivery of all diet
refurbishments and practice improvements. projects. Projects within the whole programme include:
In April 2005, the PCT appointed a Dental Development • Obesity Strategy and Care Pathway
Manager to assist in the implementation of the new dental • Healthy Start Scheme
agenda. During the year, the PCT’s dental commissioning • 5 A DAY in Bury
team undertook the work necessary for the implementation • School Fruit and Vegetable Scheme
of the new dental contract on 1st April 2006, and a Dental • School Meal Reforms
Bureau was established to help patients find an NHS Dentist.
• Healthy Schools
During the reporting period, the Dental Access Centre (DAC) continued to work in conjunction with • New NHS Dental Contractual Arrangements.
local practices to ensure that unregistered patients, and particularly those in pain, were able to
obtain a timely appointment with an NHS dentist. The Community Dental Service maintained its
2. Health Trainers Food
specialist role, providing care for patients with special dental needs.
For many community members the transition into a healthier way of life will be plagued by barriers
to change. Thus, the Government has devised a personalised thread within the Choosing Health
Training of Assistant Practitioners and Advanced Practitioners strategy. The creation of personal health guides or ‘Health Trainers’ to facilitate behaviour change
in those who desire a healthier lifestyle. Bury is one of the few Primary Care Trusts who will recruit
Assistant Practitioners and Advanced Practitioners are part of the Diet Health Trainers. Their role will be to assist individuals in making small changes that will
‘Delivering the Workforce’ project and have been established for improve their diet and promote optimum health. They will be trained to provide low level
four years. information on diet and nutrition and cover basic areas from the Balance of Good Health such as
To date the Greater Manchester SHA in partnership with PCTs, 5 a day and hydration.
Acute Trusts and training departments have 500 qualified
Assistant Practitioners and 500 in training. The aim of these 3. School Fruit and Vegetable Scheme
developments is to “increase and modernise the clinical workforce
through the development of patient centred roles’’. 98% of schools are successfully participating and the benefits of the scheme have encouraged
many schools to establish fruit and vegetable tuck shops.
The new roles meet the agendas of ‘Choosing Health’ and ‘Our Health, Our care, Our say’.
They link to partnership working as the roles are generic and able to cross boundaries to support 4. Healthy Schools
services in nursing, therapies and Social services.
95% of Bury schools are now working towards achieving the new
Healthy Schools Standard and healthy eating is now one of four
compulsory criteria. To support schools with this a Food in Schools
Encouraging Good Nutrition
Training Event took place in June 2006. A new Bury Healthy Schools
Poor nutrition within England has impacted upon morbidity and mortality rates for cancer, Co-coordinator was appointed in January 2006 to support schools
cardiovascular disease, diabetes and obesity. The more disadvantaged and vulnerable in society within the Healthy Schools process.
tend to have poorer diets. Tackling poor nutrition and the related public health consequences is a
high priority for Bury PCT and considerable work has been undertaken in the past year to improve
health in relation to diet. Some of the key areas include: 5. Healthy Eating for Children and Young People
A Children and Young People’s Healthy Eating Group was established
in 2005 to act as a working group to address poor dietary habits in the
young. One of the primary aims of the group is to support the timely
implementation of the new school meal standards and to improve the
whole school approach to nutrition in schools.
Team Working Having A Positive Approach
6. Golden Apple Award Scheme The Vision for the Safeguarding and Protecting Children’s service is:
This is a reward scheme that was established in August 2005 to address healthy eating in private ‘To develop integrated services which meet the needs of vulnerable children, helping them to
nurseries and is a joint scheme between the Department of Nutrition and Dietetic Department and achieve the five ‘every child matters’ outcomes to the greatest possible extent. This will be
Environmental Health Department. accomplished by: improved communication; multi-agency working; increasing workforce capacity;
developing staff competencies and support systems; increased accountability; and above all by
Approximately, half of all private nurseries are participating within the scheme. The principal aims
awarding our vulnerable children the recognition they deserve’.
of the scheme are to improve snacking habits and improve overall hygiene in nurseries, focusing
primarily on hand washing. Some of the key achievements over the last 12months are;
• A Safeguarding and Protecting Children’s policy has been developed in line with government
7. Obesity guidance.
Within Bury and throughout the country, there is a lack of local level data on the prevalence of • A training strategy has been developed.
obesity in children. Bury PCT is undertaking a surveillance project in all Bury Primary Schools to • Basic Awareness in Safeguarding Children training (full day sessions) have been developed,
establish a baseline of obesity prevalence in Year six and Reception children. The data collected and a training programme determined for the year.
from this work will be used to prioritise funding and allocation of resources. • A child protection supervision process has been developed
Within the last year great strides have been made in delivering the Obesity Strategy and related • A designated nurse for child protection has been appointed
projects e.g., ‘Weight Wise’ at work is a project developed by the Nutrition and Dietetic • Looked after children assessments have been mainstreamed successfully into the Health
Department and the Groundwork Trust. The project involves a Community Nutritionist attending visiting and school nurse service.
various businesses based within Bury and providing practical advice and recommendations on
how to achieve sensible and sustained weight loss. A comprehensive action plan to further strengthen the safeguarding and protecting of children is
in place to cover the next 12 months and beyond.
The Nutrition and Dietetic Department runs a rolling programme of
slimming groups, each group runs for a three month period and
has places for up thirty people. The Nutrition and Dietetic Improving Primary Care Premises and Facilities
Department concurrently offers one to one appointments for
patients to facilitate and support weight loss. Bury PCT is in the process of designing and procuring a number of Primary Care Resource
Centres and Health Centres in the Borough that will greatly enhance healthcare delivery and
The Obesity Steering Group has been re-established to enable co- provide care closer to home for a significant number of patients who currently have to attend
ordination of all work related to the obesity strategy and to ensure hospital for their conditions. Three new Primary Care Resource Centres are already in the design
synergy in approach to tacking obesity. The group focuses stage, two of these will be located in Bury town centre (Gateway and Townside Fields) and the
primarily on delivering the obesity strategy and care pathway. Strong links have now been other in Radcliffe. Service planning is already underway for developments at Tottington,
established between this group and the Manchester Strategic Health Authority (MSHA) Obesity Ramsbottom, Whitefield and Prestwich. Further schemes are planned and this substantial
Steering Group. investment in health care in Bury, which is equivalent to more than £50 million capital expenditure,
will make a real difference to health care for our patients.
8. Elderly population The first scheme will be the Radcliffe Primary Care Resource
Partnership working has been established between Age Concern and the Nutrition and Dietetic Centre, which is being provided through the Bury, Tameside
Department. This project has involved a Community Nutritionist from the Nutrition and Dietetic & Glossop LIFT (Local Improvement Finance Trust) and is
Department visiting various venues within Bury addressing issues such as food fortification, expected to be operational by Summer 2008. The Bury town
weight gain, weight loss and healthy eating in later life. centre scheme, where the Gateway and Townside Fields
Primary Care Resource Centres are being planned in
conjunction with the major redevelopment of the area, are the
Ensuring Children are Protected only developments being provided outside of LIFT and they
Bury PCT is committed to safeguarding and protecting children. The duty to make arrangements are expected to be completed in late 2008 / early 2009.
to safeguard and promote the welfare of children is part of the comprehensive programme of
‘Change for Children’ which began with the publication of the ‘Every Child Matters’ green paper in
September 2003. At the very heart of this programme is the recognition that protecting children
from harm cannot be separated from policies to improve children’s lives as a whole.
Being Open and Transparent Having a Patient Focus
The development of new healthcare facilities is one of the key steps in delivering the Caring for Stop Smoking Services
Bury Plan which will enable the provision of care closer to home, delivery of improved services for
The PCT is committed to working towards a smokefree Bury for all and in making that commitment
patients, and better clinical support to GP’s and their staff. The purpose-built Primary Care
wants to support anybody wishing to quit. Over the last three years the numbers of four-week
Resource Centres (PCRCs) will enable patients both to see their GP and have treatments from
quitters has continued to grow and at the end of 2005/06 a total of 2,612 four-week quitters was
nurses and allied health professionals for services such as podiatry, audiology, physiotherapy, and
recorded for Bury Stop Smoking Service.
occupational therapy. The Town Centre schemes will also provide a new base for the Bury Walk
In Centre, the Bury & Rochdale doctors on call out of hours service, and Dental Access Centre. The PCT is also committed to providing a smoke free environment for all staff, patients and visitors
of Bury PCT, and has developed the ‘No Smoking At Work’ policy to ensure that this goal is
achieved. The policy was launched by the Mayor of Bury on the 1st June 2006. The policy applies
Extending Services Close to Home to employees, Non- Executive Directors, members of the public, contractors and others working
In addition, the new PCRCs will provide an extended range of services, including: - Minor surgery, in, visiting or using premises or vehicles owned or leased by the PCT. It also applies to tenants of
Outpatient consultations, Diagnostics. The intention of the PCT is to work with GPs and local PCT premises, everyone entering or using PCT buildings and grounds, including patients and
hospitals to ensure that patients in Bury have access to new purpose-built facilities which will visitors.
avoid hospital attendance for those patients whose services can be provided more locally. By The PCT is also developing guidelines to support PCT staff delivering their services in the
2008 it is expected that patients referred by their GP for a clinical assessment and/or treatment community and in people’s homes. This is in recognition of the harmful effects that passive
will have that treatment delivered within 18 weeks of the referral. The new Health Centres, smoking can have and it is hoped to that these guidelines will assist staff members delivering
together with much improved diagnostic support, will enable Bury to deliver these targets for our services in the community to work in a smoke free environment.
patients. In addition, patients with longer term illnesses will be able to have their conditions
managed and treated in a more familiar and local environment at their own Health Centre, without Patient Advice and Liaison Service (PALS)
needing to attend hospital outpatients unless their condition requires it. The Bury PCT PALS Service continues to provide a useful resource for patients wishing to gain
advice or information about local NHS services. In the last year 409 new enquiries were dealt with
PCT PERFORMANCE IN KEY FUNCTIONS by the service.
Improving Working Lives The main issues dealt with by the service involved access to NHS dentistry and issues relating to
home oxygen supplies.
Bury PCT has been awarded Improving Working Lives Practice Plus
Status. The PCT has continued to develop staff policies and Outcomes of these contacts to the service:
improvements to ensure that IWL became embedded in the overall • 305 cases were resolved by PALS
culture of the PCT. The Validation team visited the PCT in December • 55 were referred on, usually to formal complaints or PALS in other organisations
2005 and felt that significant progress had been made by the PCT, • 25 required no action
highlighting areas of good practice such as • 19 cases were unable to be resolved
• A clear commitment to Improving Working Lives from the Chief • 5 not resolved
Executive, the Chair, the Non Executive IWL Lead and members
of the IWL Steering Group. The PALS Service is subject to a further phase of developments in 2006/07 with some identified
• Flexible working practices which are embedded throughout all areas of the PCT.
• To hold regular “drop in” sessions in health centres in each of the sectors
• An excellent Counselling Advice and Reassurance for Employees (CARE) scheme
• To continue to raise awareness of the PALS service, seeking opportunities for presentations
which provides prompt support to staff. with community/staff groups
• Effective communication systems with all staff having access to weekly news bulletins.
• Staff consultation and involvement events to develop improved service delivery.
• A comprehensive development programme which is mandatory for most managers.
• Effective Bullying and Harassment and Equality and Diversity training programmes which
are both mandatory.
• A health audit of staff with a resulting action plan to promote healthy working, including stress
awareness, healthy eating and smoking cessation.
• Clear support for staff with carer responsibilities.
Achieving Meaningful Outcomes Valuing Staff
Complaints Handling Patient Health Survey
Some issues concerning local NHS services are unable to be resolved through the PALS service The PCT carries out a Patient Health Survey looking at the health of people in Bury.
and patients will use their right to complain via the established NHS Complaints Process.
The survey looked at a range of health related items including alcohol use, body weight, diet and
During the reporting period, Bury PCT received 70 written complaints. 31 complaints were in exercise. The survey of 3500 patients had 63% of questionnaires returned. Reports from the
relation to the PCT and its staff and 39 complaints were in relation to Family Health Services (eg survey are available on the PCT website.
GPs, Dentists and Pharmacies).
The results will inform and influence the PCT in a position to improve health care services in the
51% of the complaints were resolved within the 20 day target. Delays in resolving complaints future, to meet the needs of local people and ensure that services are provided when and where
within the specified timescale were largely related to either the complexity of investigating they are needed.
complaints (ie relating to more than one aspect of NHS services or relating to services from the
NHS and other agencies), or due to the unavoidable absence of key staff members involved in the
complaints process. Staff Opinion Survey
The PCT is working to improve performance against this key standard. A revised complaints policy Like all NHS Trusts the PCT carries out an annual survey of staff attitude across the organisation.
and procedure will also flag additional measures to improve complaints monitoring and internal The 2005 Staff Survey achieved a response rate of 65% which is very similar to 2004 and overall
processes to ultimately allow the PCT to improve services as a result of complaints. the PCT remains in a positive position. The PCT scored within the top 20% of PCTs nationally on
issues such as:
• Extent of positive feeling within organisation
Strengthening Patient and Public Involvement
(communication, staff involvement, innovation
Bury PCT is committed to involving patients, users, carers and the public in improving the quality and patient care)
and responsiveness of local health services.
• Perceptions of effective action from the PCT towards
During the reporting period the PCT undertook a range of activities designed to gain public violence and harassment
feedback on health service developments and a comprehensive public consultation process took
• Staff intentions not to leave jobs
place in relation to the ‘Best For Health’ proposals.
The PCT will use the findings of the survey to make further
The PCT has now achieved a more robust system of engaging with stakeholders and users of
improvements towards becoming a model employer.
services, as well as working closely with a wide range of local voluntary and user groups. The
PCTs Patient and Public Involvement (PPI) Forum continues to work with the PCT in ensuring
local views are fed into the planning process.
Promoting Equality and Diversity
Significant progress has been made in achieving the PCT’s objectives in relation to promoting
Expert Patient Programme – EPP Equality and Diversity. Some of these include;
The Expert Patient Programme is an initiative designed to • The PCT’s Race Equality Scheme has been reviewed, and revised.
encourage patients to become more aware of their own health
• The PCT’s Equality and Diversity Policy has been reviewed and revised.
and the management of their own conditions. In Bury the
programme has continued to flourish with the appointment of • All Directors and Non-Executive Directors have received awareness training on equality and
a dedicated Co-ordinator. diversity.
Presentations about the Expert Patient Programme are • Over 85% of staff have so far received the mandatory awareness training on equality and
delivered to patient support groups and the PCT continues to diversity.
promote the programme via local press coverage.
• The monitoring of staff in a range of equality and diversity areas has been significantly
Development plans for the programme include recruitment of improved.
six Expert Patient Health Trainers, to facilitate six to eight courses per year, plus individual
• All staff are required to attend mandatory training on Bullying and Harassment.
• The PCT has recently been re-accredited for the disability two ticks award.
Team Working Having A Positive Approach
Governance and risk management Podiatry Services
The PCT's Clinical Governance and Risk Management Teams were integrated in a single Podiatry is the study of the lower limb and foot, its function, dysfunction and associated
Directorate during 2005/6. This is placed at the centre of the organisation to further ensure a pathologies, Developments include:
comprehensive and consistent approach to patient and staff safety and overall organisational • Measures to reduce waiting times for patients using a range of initiatives
governance. • twice weekly “critical diabetic foot” clinics,
The Healthcare Commission is responsible for measuring and reporting to the public the • rheumatology foot clinics,
performance of NHS organisations. As part of the Annual Health Check, the PCT's Board made • acupuncture for the treatment of painful diabetic neuropathy.
a declaration of compliance with the Standards for Better Health which define the levels of quality
that any patient shoud expect from any NHS organisation.
The PCT is committed to learning from situations where things do not go as planned. PCT staff
reported 393 incidents during 2005/6, an increase of 13% compared with 2004/5 and each Orthoptists are concerned with the investigation, diagnosis and treatment of ocular motility and
incident was reviewed for actions to prevent recurrence. problems related to vision in all age groups from newborn to the very elderly. New local
developments include input into the assessment of stroke patients, a member of staff is now fully
integrated into the Stroke Team.
• Prestwich Walk-In-Centre offers a community based glaucoma screening service.
The Provider Services within Bury PCT aim to deliver high quality easily accessible healthcare to • Visual and orthoptic screening of all reception age children is offered.
the population of Bury, working within the PCT’s philosophy of ‘delivering person centred care and • An Orthoptist is now working with the Learning Disabilities team.
services’. Here, the achievements of some of the PCTs Provider services are covered.
• Low Vision Aid assessments and provision is increasing with sessions now at Tottington
Health Centre and Prestwich Walk-in Centre, as well as Fairfield General Hospital.
Audiology evaluates, monitors and determines the nature and Occupational Therapy Services
type of hearing loss for all ages, providing appropriate hearing
aid amplification and offering individual counselling to enable The Occupational Therapy Service provides treatment to people with physical disability, to enable
effective communication. them to achieve their maximum level of functional independence. Occupational Therapy is
provided both in the acute hospital and in the community.
The Audiology department continues to look at new and
innovative ways to speed up waiting times for changeover from Service developments include:
analogue to digital technology. One of these is the introduction • Enhancement of the Falls Prevention Service with the recruitment of a Falls Prevention
of group fittings, which has enabled several patients to be Occupational Therapist.
issued with digital technology at the same time.
• A Palliative Care Occupational Therapist has
A new, purpose built Audiology facility has been completed and equipped at Tottington Health been appointed to provide specialist advice and
Centre. This has enabled patients to be seen locally in the north of the borough to compliment intervention for clients and their carers who
services offered at Whitefield Health Centre. require palliative care. This will include
rehabilitation in addition to the provision of
Speech & Language Therapy Services necessary adaptations and equipment that are
required to enable people to maintain living at
In recent years the adult service has seen an increase in activity whilst maintaining waiting list home. An additional Neuro Rehabilitation
standards of two to four weeks. The department has worked with the Stroke Service to improve Occupational Therapist has been funded to
assessment and treatment in line with National Guidelines. The service has worked with Pennine develop this team and outreach to community.
Acute Trust to establish best practice for patients following Tracheostomy, developing Dysphagia,
and agreeing a pathway for patients following Laryngectomy with a Support Group planned. • As part of the developments within Intermediate Care an Occupational Therapy post has been
funded to provide rehabilitation to people who attend Day Care. This post also provides
follow-up in the community for Intermediate Care clients who have been discharged home
The Children’s Service continues to provide a service for children with communication difficulties. following their six-week rehabilitation programme.
This year funding has been secured to pilot speech & language therapy through the new
Children’s Centres. This work is concentrating on prevention of later potential speech & language
Being Open and Transparent Having a Patient Focus
Community Paediatric Nursing Team Key Performance of Commissioned Services
A new Children’s Community Nursing team set up in 2006 is being developed to improve health Hospital Activity
services so that children, young people and families in Bury have access to high quality integrated
During the year there were 4,512 patients who received planned inpatient treatment (4,553 in the
care as close to or in the family home as possible. The team is currently based in the YPAS
previous year). 3,320 (3,456 in the previous year) of these patients received their treatment at the
building on Parsons Lane and take referrals from multi disciplinary professionals.
Pennine Acute Hospitals NHS Trust, which includes the Fairfield General Hospital site.
• The majority of these cases fell into the medical specialty areas of trauma and orthopaedics,
District Nursing general surgery and ear, nose and general medicine.
The District Nursing service provides holistic nursing care to housebound patients. There were 15,248 patients who received elective day case treatment (14,307 in the previous
year). 12,131, (11,493 in the previous year) of these patients received their treatment at
Over the last 12 months the District Nursing service has had a total of 19,000 patient contacts.
Pennine Acute Hospitals NHS Trust.
They have treated a variety of patients from those requiring terminal care, chronic disease
management and short term intervention and diagnostics and treatment. • The majority of these cases fell into medical specialty areas of areas of general surgery,
urology and general medicine.
The District Nursing service is responding to the change agenda and developing its service to
respond to the National and Local drivers to secure and deliver care closer to home. There were 7,413 patients who received elective inpatient treatment (7,165 in the previous
year). 4,843, (4,837 in the previous year) of these patients received their treatment at Pennine
Acute Hospitals NHS Trust.
International Nurses Day
• The majority of these cases fell into medical specialty areas of areas of general surgery, ENT
May 12th is internationally recognised as ‘Nurses Day’, and is indeed the birthdate of a most and Trauma and Orthopaedics.
famous nurse ‘Florence Nightingale’. Bury Primary Care Trust held a special event on this day to
18,015 patients received emergency hospital treatment (17080 in the previous year), of which
celebrate its nursing staff. The event followed the Theme ‘Nurses Working in Partnership’, and it
15,065 were treated at Pennine Acute Hospitals NHS Trust (14,423 in the previous year).
was the perfect opportunity for the PCT to recognise that nurses do work in partnerships across
different agencies pulling together different aspects of patient centred care. • The majority of these cases fell into the medical specialty areas of areas of general medicine,
general surgery, obstetrics, and paediatrics.
The event had a number of keynote speeches from senior staff within the PCT and a number of
presentations were given on the theme of Partnership Working. Performance on waiting lists/times
• Inpatients/daycases - 9 month target achieved - No 9 month waiters during the year.
- 6 month target of zero by December 05 achieved.
• Outpatients - 13 week target achieved - No 17 week waiters during the year.
- 13 week target of zero by December 05 achieved.
• Numbers of patients waiting 3-6 months reduced to 658 by March 06. (821 in the previous
year, equates to a yearly reduction of 20%).
• Numbers of patients waiting 8-11 weeks waiters (0<3 months) 2567, 05/06 waiters (0<3
• A&E 98% target achieved
• GP/PCP targets GP 99.63% and PCP 100%
Achieving Meaningful Outcomes Valuing Staff
The PCT Board Board Members The Professional Executive Committee
2005-06 The Professional Executive Committee (PEC) provides the opportunity for professional input into
The formal PCT Management Structure comprises a Board, a 1 2
the planning and commissioning of health services. It is through the PEC that plans and proposals
Provder Board, a Professional Executive Committee (PEC), plus are discussed and turned into action.The PEC is made up of NHS Doctors, Nurses and
two statutory committees, the Audit Committee and the Therapists, the Directors of Adult and Childrens Services plus three PCT Executive Directors the
Remuneration Committee. Chief Executive, Director of Finance & Commissioning and Director of Public Health. During 2005
the PEC embraced two further representatives from the dental and the Pharmeceutical
The PCT Board is responsible for strategic planning and professions.
development of services in Bury. Membership includes seven
Non-Executive Directors (including the Chair of the PCT), three Dr Derek Fletcher PEC Chair
3 4 Dr Rak Thaker PEC Vice Chair, GP Member
members of the Professional Executive Committee (including the
PEC Chair, and Nurse Member) and three Executive Directors Dr Kumar Kotegaonkar GP Member
(including the Chief Executive, Director of Finance & Dr Jerry Martin GP Member, Clinical Governance Lead
Commissioning and Director of Public Health). Dr Iqbal Qureshi GP Member
Mrs Judith Willan Nurse Member
Mrs Maria Woodhouse Nurse Member
5 6 Ms Claire Maguire Other Healthcare Professional
PCT Board members during 2005-06 Ms Elizabeth Moore Other Healthcare Professional
1. Mrs. Hilda Harvey – Chair Ms Eleni Ioannides Social Services Representative (Childrens services)
2. Dr. Derek Fletcher – PEC Chair Ms Pat Horan Social Services Representative (Adult Services)
Mr Martin McLellan Dental Member (from 1.11.05 Dr A Kravitz until 31.10.05)
3. Mr. Evan Boucher – Chief Executive (retired 31.03.2006)
Mr Howard Hughes Pharmeceutical Member
4. Mrs. Helen Humphreys – Non-Executive Director (until May 05)
7 8 Mr Stephen Mills Director of Finance and Commissioning
5. Mr. James McDonald – Vice Chair Dr Peter Elton Director of Public Health
6. Mr. James Rogers – Non-Executive Director
7. Cllr John Byrne – Non-Executive Director PCT Provider Board
8. Mrs Janet Turner – Non-Executive Director In October 2005 the PCT introduced a Provider Board to oversee and progress the PCTs Provider
9. Mrs. Maria Woodhouse – PEC Nurse Member Services in line with Commissioning a Patient Led NHS.
10. Mr. Stephen Mills – Director of Finance and Commissioning Mr Robin Halward Chair, Non Executive Member
11. Mr. Robin Halward – Non-Executive Director Mrs Hilda Harvey Non Executive Member (and PCT Chair)
12. Dr. Jerry Martin – PEC member – Clinical Governance Mr Stephen Mills Director of Finance and Commissioning
Cllr John Byrne Non Executive Member
13. Dr. Peter Elton – Director of Public Health
Ms Claire Maguire PEC Member
Secretary to the Board – Mrs. Alison Mitchell Dr Jerry Martin PEC Member (Clinical Governance Lead)
11 12 13
Members of the Audit Committee receive advice from the Director of Finance & Commissioning,
External and Internal Audit. The Internal Audit Manager also acts as the Local Counter Fraud
Specialist for the PCT. The Committee reviews the effectiveness of internal control and risk
management and meets at least three times annually.
The Committee is authorised by the Board to investigate any activity within its terms of reference,
which are available in full from the Audit Committee Secretary, Miss Carolyn Frearson
(Tel: 0161 762 3129).
Team Working Having A Positive Approach
Members of the Audit Committee Annual Accounts for the year ended 31st March 2006
Cllr. John Byrne (Chair, Non-Executive Director) Statement by Director of Finance
Mr. James McDonald (Non-Executive Director)
Mr. James Rogers (Non-Executive Director) The annual accounts follow accounting policies and timetables as prescribed by the
Mr. Robin Halward (Non-Executive Director) Secretary of State for Health and approved by Treasury, they show an underspend of £369,000
for the year.
Mr. Steven Mills (during 2005/06)
The financial strategy of the organisation is made up of the following three main strands
Miss. Carolyn Frearson (Secretary)
1) Manage within available resources.
2) Maximise efficiences and productivity from doing things differently.
3) Maximise the value of every pound spent for economy, efficiency and effectiveness.
The Remuneration Committee advises the PCT about appropriate remuneration, terms and
conditions of service for Directors and senior staff. The Primary Care Trust has entered into two arrangements with Bury Metropolitan Council to pool
budgets for Learning Disability services and Integrated Community Equipment Store(ICES).
Under the arrangement funds are pooled under s31 of the Health Act 1999, the pool is hosted by
Members of the Remuneration Committee Bury MBC and the PCT makes contributions to the pool for services to be provided as part of its
Mr. James McDonald (Chair, Non-Executive Director)
Mrs. Helen Humphreys (Non-Executive Director until May 2005)
Mrs. Hilda Harvey (PCT Chair)
Mrs. J Turner (from May 2005)
Mrs. Alison Mitchell (Board Secretary)
Signed ……………………………………………..Finance Director
For the purpose of this report the Senior Managers of the PCT are those whose remuneration
details are stated within the annual accounts on page 29. Full terms of reference for the
Remuneration Committee are available from the PCT upon request from the Board Secretary. Date 19th July 2006.
Managers within the PCT do not have Performance conditions in their contracts, and the
Remuneration Committee agrees an appropriate uplift for managers as part of their remit. Any
Special contractual arrangements for senior managers would also be agreed by the Remuneration
Register of Interests
Full details of remuneration for members of the PCT Board, Professional Executive Committee
and of PCT senior staff are given on page 29. All Executive Directors of the PCT have been in
post since the PCT was established in April 2002.
Register of interests of Board Members in 2005-06 are available upon request from the Board
Secretary of the PCT.
Being Open and Transparent Having a Patient Focus
External Auditors Operating Cost Statement 2005/06
The PCT's auditors for the financial year 2005/06 were the Audit Commission. 2005/06 2004/05
The cost of work carried out by the external auditors for the year ended 31 March 2005 was £000 £000
£98,000. This was the annual fee inclusive of VAT in respect of auditing annual accounts and
Commissioning Gross Operating Costs 315,928 291,057
assessing the adequacy of the PCT's arrangements to manage the financial aspects of corporate
governance. Less: Miscellaneous Income (118,455) (110,283)
All members of the audit team are independent of the PCT Board and staff members. Each year Commissioner Net Operating Costs 197,473 180,774
the audit team provide a statement in support of requirements for their independence and
Providing Gross Operating Costs 19,957 16,924
Less: miscellaneous income (2,087) (1,938)
Summary of Results of the Primary Care Trust
For the period ended 31st March 2006 Provider Net Operating Costs 17,870 14,986
The organisation has 4 key financial targets. Net Operating Costs before interest 215,343 195,760
Achievement Of Operational Financial Balance. Interest Receivable 0 0
For 2005/06 the PCT were able to satisfy this target by achieving a £369,000 underspend against Interest Payable 0 0
the Revenue Resource Limit.
Net Operating cost for the Financial Year 215,343 195,760
There was also an underspend against the Capital Resource Limit of £1,000.
Provider Full Cost Recovery
The PCT were obliged to ensure that the Provider arm of the organisation was not subsidised by
the Commissioner arm.
The Full Cost Recovery duty was achieved by the Provider Services arm.
The PCT should live within a defined level of cash for each year, this was achieved by Bury PCT
Achieving the Better Payment Practice Code Target
The BPPC target is described and performance expressed in section 3 page 28 of the Annual
The Department of Health provide PCTs with a comprehensive definition of NHS Management
Costs. Details of the Management Costs associated with Bury PCT are given on page 28.
During 2005/2006 Bury PCT gave £1,756k financial support to the Strategic Health Authority. Of
the £1,756k, £1,500k was PCT funds and the remaining balance of £256k relates to host services.
This will be repaid in 2006/2007.
Achieving Meaningful Outcomes Valuing Staff
Balance Sheet as at 31st March 2006 Cash Flow Statement for the year ended 31st March 2006
Closing Opening 2005/6 2004/5
Balances Balances £000 £000 £000 £000
2005/6 2005/6 OPERATING ACTIVITIES
£000 £000 Net cash outflow from operating activities (218,142) (195,044)
FIXED ASSETS Intangible assets 0 6 SERVICING OF FINANCE:
Tangible assets 10,373 9,759 Interest paid 0 0
Investments 0 0 Interest received 0
TOTAL FIXED ASSETS 10,373 9,765 Interest element of finance leases 0 0
CURRENT ASSETS Stocks and work in progress 51 20 Net cash inflow/(outflow) from servicing of finance 0 0
Debtors 2,021 3,157 CAPITAL EXPENDITURE
Cash at bank and in hand 28 64 Payments to acquire intangible assets 0 (11)
TOTAL CURRENT ASSETS 2,100 3,241 Receipts from sale of intangible assets 0 0
CREDITORS : Amounts falling due within one year (12,477) (14,789) Payments to acquire tangible fixed assets (1,351) (639)
NET CURRENT ASSETS / (LIABILITIES) (10,377) (11,548) Receipts from sale of tangible fixed assets 0 0
TOTAL ASSETS LESS CURRENT LIABILITIES (4) (1,783) Payments to acquire fixed asset investments 0 0
Creditors: Amounts falling due after more than one year 0 0 Receipts from sale of fixed asset investments 0 0
Provisions for liabilities and charges (2,600) (5,052) Net cash inflow/(outflow) from capital expenditure (1,351) (650)
TOTAL ASSETS EMPLOYED (2,604) (6,835) Net cash inflow/(outflow) before financing (219,493) (195,694)
FINANCED BY: General Fund (5,317) (9,327) FINANCING
Revaluation reserve 2,713 2,492 Net Parliamentary Funding 219,457 192,656
Donated asset reserve 0 0 Other capital receipts surrendered 0 0
Government grant reserve 0 0 Capital grants received 0 0
Other reserves 0 0 Capital element of finance lease rental payments 0 0
TOTAL CAPITAL AND RESERVES (2,604) (6,835) Cash transfers (to)/from other NHS bodies 0 0
Net cash inflow/(outflow) from financing 219,457 192,656
Increase/(decrease) in cash (36) (3,038)
Team Working Having A Positive Approach
Statement of Recognised Gains and Losses for the year Prescribing costs 31,808 30,157
ended 31st March 2006 GMS/PMS/APMS/PCTMS 23,018 19,393
2005/06 2004/05 Pharmaceutical Services 0 1
£000 £000 Local Pharmaceutical Service Pilots 67 16
Fixed asset impairment losses 0 0 General Dental Services 101 134
Unrealised surplus (deficit) on fixed asset General Ophthalmic Services 1,291 1,276
revaluations/indexation 284 1,007 Supplies and services - clinical 1,744 1,347
Increase in the donated asset reserve and government grant Supplies and services - general 593 502
reserve due to receipt of donated and government Establishment 1,386 1,116
granted assets 0 0 Transport 19 16
Addition/(Reductions) in the General Fund due to the Premises 1,254 1,518
transfer of assets from/(to) NHS bodies and the Bad debts 0 6
Department of Health 0 0 Depreciation and amortisation 411 392
Additions/(reductions) in "other reserves" (63) 0 Fixed asset impairments and reversals 0 0
Recognised gains and losses for the financial year 221 1,007 (Profit)/loss on disposal of fixed assets 0 0
Prior period adjustment - other 0 0 Cost of capital charge (167) (363)
Audit fees 98 96
Gains and losses recognised in the financial year 221 1,007
Other auditor's remuneration 0 0
Clinical negligence costs 39 16
Analysis of gross operating costs Other finance costs - unwinding of discount 58 35
2005/06 2004/05 Change in the discount rate on provisions 630 N/A
£000 £000 NHS Trust Impairments 0 0
Goods and services from other Primary Care Trusts Other 1,874 3,012
Healthcare 5,816 5,063 Total 335,885 307,981
Non Healthcare 1,161 1,486
Total 6,977 6,549 Analysis Of Miscellaneous Income
Goods and services from other NHS bodies
excluding Foundation Trusts £000 £000
Fees and Charges 2 32
Healthcare 231,654 218,020
PDS Pilots dental charge income 511 0
Non Healthcare 1,030 566
Prescription Charge Income 0 0
Total 232,684 218,586 Strategic Health Authorities 1,137 1,207
Goods and Services from Foundation Trusts 424 343 NHS Trusts 1,454 1,480
Purchase of healthcare from non-NHS providers 9,788 5,913 Foundation Trusts 153 123
Social Care from independent providers 0 0 Primary Care Trusts for Drug Action Teams 0 0
Primary Care Trusts - other 1,006 971
Expenditure on Drugs Action Teams 0 0
Primary Care Trusts - Lead Commissioning Income 115,325 107,016
Non-GMS services from GPs 0 0
English RAB Special Health Authorities 14 30
PDS Pilots 3,188 1,496 Other English Special Health Authorities/CGA Bodies 0 0
PCT Board members' costs 464 426 Department of Health - SMPTB 0 0
PCT Executive Committee non-officer members' costs 117 115 Department of Health - other 0 76
Staff costs 18,019 15,883 Income for Trust Impairment 0 0
Being Open and Transparent Having a Patient Focus
Local Authorities 195 0 Management Costs
Patient Transport Services 0 0 2005/6 2004/5
Education, Training and Research 0 0 Management costs £000 3769 3298
Non NHS: Private Patients 0 0 Weighted Population 182358 179168
Non-NHS: Overseas Patients (non-reciprocal) 0 0 Management cost per head of weighted population £ 20.67 18.41
Road Traffic Act 0 0
Other Non-NHS patient care services 51 21
Charitable and other contributions to expenditure 0 0 Retirements Due to ill-health
Transfer from the donated asset reserve 0 0 During 2005/06 there were 6 early retirements from the Primary Care Trust on the grounds of ill-
Transfer from the Government Grant reserve 0 0 health (2004/05 1).
Other income 694 1,265 The estimated additional pension liabilities of these ill-health retirements (calculated on an
average basis and borne by the NHS Pension Scheme) will be £389,314.17 (2004/05 £7,639).
TOTAL MISCELLANEOUS INCOME 120,542 112,221
Better Payment Practice Code - measure of compliance
The prompt payment code is summarised as follows:
a) Target : Pay all non -NHS trade creditors within 30 days of receipt of goods or a valid invoice
(whichever is later) unless other payment terms have been agreed.
b) Compliance : authorise payable order schedules to take money from the PCT's bank account
within 30 days (or date and issue cheque within that period).
The notional target set for Primary Care Trusts is to achieve 95% in each category.
This organisation has achieved 94% of its target with regards to both the number of invoices paid
and the value of invoices paid.
Non-NHS Creditors Number £000s Number £000s
Total bills paid in the year 17,211 24,561 15,299 19,864
Total bills paid within target 16,198 23,173 13,560 17,921
Percentage of bills paid within target 94.11% 94.35% 88.63% 90.22%
NHS Creditors Number £000s
Total bills paid in the year 1,628 242,395 was not provided
Total bills paid within target 1,469 241,240 in 2004/2005
Percentage of bills paid within target 90.23% 99.52%
Achieving Meaningful Outcomes Valuing Staff
Operating Leases Pension entitlements
Name and title Real increase Lump sum Total accrued Lump sum Cash Cash Real increase Employer’s
Operating expenses include: 2005/06 2004/05 in pension at at age 60 pension at age at age 60 Equivalent Equivalent in Cash contribution
£000 £000 age 60 related to 60 at related to Transfer Transfer Equivalent to stakeholder
real increase accrued pension at Value at Value at Transfer pension
Hire of plant & machinery 2 5 in pensions 31 March 2006 31 March 2006 31 March 31 March Value (rounded to
Other operating lease rentals 92 31 (bands of (bands of (bands of (bands of 2006 2005 nearest £00)
“£2,500)” “£2,500)” “£5,000)” “£5,000)”
Total 94 36 £000 £000 £000 £000 £000 £000 £000 £
Mr Evan Boucher Chief Executive 2.5 To 5.0 Consent Withheld Not Applicable Consent Withheld Not Applicable 0
Annual commitments under non - cancellable operating leases are: Mr Stephen Mills Director Of Finance & Commissioning 0 To 2.5 5.0 To 7.5 35 To 40 105 To 110 608 551 30 0
2005/06 2004/05 Dr Peter Elton Director Of Public Health 0 To 2.5 0 To 2.5 35 To 40 115 To 120 650 620 10 0
Mrs Anne Coates Director of Primary Care & Development 0 To 2.5 2.5 To 5.0 15 To 20 45 To 50 199 175 14 0
Land and Other Land and Other Mrs Roslyn Walker Clinical Director Of Therapies 0 To 2.5 2.5 To 5.0 25 To 30 75 To 80 451 414 19 0
Buildings Leases Buildings Leases Mrs Elizabeth Moore PEC Member 0 To 2.5 0 To 2.5 10 To 15 35 To 40 164 163 0 0
£000 £000 Mrs Judith Willan PEC Member 0 To 2.5 0 To 2.5 10 To 15 30 To 35 188 188 0 0
Mrs Maria Woodhouse PEC Member 0 To 2.5 0 To 2.5 10 To 15 30 To 35 169 148 12 0
Operating leases which expire: Mr Mark Campbell Director Clinical Governance 0 To 2.5 2.5 To 5.0 5 To 10 25 To 30 124 101 14 0
Within 1 year 0 0 0 7
Between 1 and 5 years 81 0 0 0 Note
After 5 years 2 0 72 0 The Cash Equivalent Transfer in respect of Dr Peter Elton was incorrectly declared in 2004/05
Total 83 0 72 7
Related Party Transactions
Salary and Pension entitlements of Senior Managers
Bury Primary Care Trust is a body corporate established by order of the Secretary of State for
Salary And Other Renumeration 2005-06 2004-05
Name and title Salary Other Benefits Salary Other Benefits During the year none of the Board Members or members of the key management staff or parties
(bands of remuneration in kind (bands of remuneration in kind
“£5,000)” (bands of (bands of “£5,000)” (bands of (bands of
related to them has undertaken any material transactions with Bury Primary Care Trust
“£5,000)” “ £1,000)” “£5,000)” “ £1,000)”
£000 £000 £000 £000 £000 £000 The Department of Health is regarded as a related party. During the year Bury Primary Care Trust
has had a significant number of material transactions with the Department, and with other entities
Mrs Hilda Harvey Chairperson 20 To 25 0 0 15 To 20 0 0
Mr James McDonald Vice Chairperson 5 To 10 0 0 5 To 10 0 0
for which the
Mr James Rogers Non Executive Director 5 To 10 0 0 5 To 10 0 0
Mr John Byrne Non Executive Director 5 To 10 0 0 5 To 10 0 0 Department is regarded as the parent Department, viz:
Mrs Janet Turner Non Executive Director
Mrs Helen Humphreys Non Executive Director
5 To 10
0 To 5
5 To 10
5 To 10
Mr Robin Halward Non Executive Director 5 To 10 0 0 0 To 5 0 0
Mrs Elizabeth Moore PEC Member 5 To 10 0 0 5 To 10 0 0
Mrs Judith Willan PEC Member 5 To 10 0 0 5 To 10 0 0
Dr Jerry Martin PEC Member Consent Withheld 0 0 Consent Withheld 0 0 Pennine Acute Hospitals NHS Trust 75,323 69,965
Dr Derek Fletcher PEC Member 40 To 45 0 0 35 To 40 0 0
Dr Rakesh Thaker PEC Member 10 To 15 0 0 10 To 15 0 0 Greater Manchester Ambulance Services NHS Trust 59,319 49,703
Dr Kumar Kotegaonkar PEC Member Consent Withheld 0 0 10 To 15 0 0
Dr Mohammed Iqbal Qureshi PEC Member 10 To 15 0 0 5 To 10 0 0 Central Manchester &
Mrs Maria Woodhouse PEC Member 0 To 5 0 0 5 To 10 0 0 Manchester Childrens University Hospitals NHS Trust 38,370 35,465
Mrs Eleni Ioannides PEC Member 5 To 10 0 0 5 To 10 0 0
Mrs Claire Maguire PEC Member 10 To 15 0 0 10 To 15 0 0 South Manchester University Hospitals NHS Trust 30,943 29,703
Mr Howard Hughes Co-opted PEC Member 5 To 10 0 0 0 To 5 0 0
Dr Anthony Stephen Kravitz Co-opted PEC Member 0 To 5 0 0 5 To 10 0 0 Pennine Care NHS Trust 9,852 9,667
Mrs Pat Horan 5 To 10 0 0 0 0 0
Mr Martin McLellan 0 To 5 0 0 0 0 0 Salford Royal Hospitals NHS Trust 5,697 5,048
Mr Evan Boucher Chief Executive 105 To 110 0 0 100 To 105 0 0
Mrs Roslyn Walker Clinical Director Of Therapies 60 To 65 0 0 55 To 60 0 0
Mrs Anne Coates Director of Primary Care & Development 65 To 70 0 0 65 To 70 0 0
Dr Peter Elton Director Of Public Health 100 To 105 0 0 100 To 105 0 0
Mr Stephen Mills Director Of Finance & Commissioning 85 To 90 0 2 80 To 85 0 4
Mr Mark Campbell Director Clinical Governance 55 To 60 0 1 50 To 55 0 4
Mrs Pat Horan Commenced 01/05/2005
Mr Martin McLellan Commenced 17/10/2005
Team Working Having A Positive Approach
In addition, the Primary Care Trust has had a significant number of material transactions with other Staff Costs and Numbers
Government Departments and other central and local Government bodies.
Most of these transactions have been with Bury Metropolitan Borough Council in respect of joint 2005/06 2004/05
initiatives. Permanently Permanently
Total Employed Other Total Employed Other
Related Party relationships of a personal nature were
Mr John Byrne, Non Executive Director is a member of Bury Metropolitan Council.
Mrs Eleni Ioannides, PEC Member is a Director of Bury Metropolitan Council. Staff costs £000 £000 £000 £000 £000 £000
Mrs Pat Horan, PEC Member is a Director of Bury Metropolitan Council.
Salaries and wages 19,439 17,830 1,609 15,150 13,649 1,501
Mrs Claire Maguire, PEC Member is an employee of Pennine Care NHS Trust.
Social security costs 1,222 1,222 0 1,018 1,018 0
The following General Practitioners are Professional Executive Members as well as being
partners in various local General Practice Partnerships/ Consortiums etc. the total value of which Employer contributions to NHSPA 2,061 2,061 0 1,732 1,732 0
Other pension costs 266 266 0 99 99 0
£000 £000 Total 22,988 21,379 1,609 17,999 16,498 1,501
Dr J Martin Drs NJC Martin, CA Cornwell,
SK Kirkham, RA Stokes,
JP Watts & CA McKinnon
Staff Numbers Number Number Number Number Number Number
Tottington Health Centre 975 894
Dr D Fletcher Drs DP Fletcher & PF Fletcher Medical and dental 10 10 0 15 15 0
Minden Medical Centre 494 427
Ambulance staff 0 0 0 0 0 0
Dr R Thaker Drs RK Thaker, KK Thaker, Administration and estates 241 213 28 194 183 11
BK Thaker & AJ Rimmer
Knowsley Medical Centre 546 507 Healthcare assistants & other support staff 9 9 0 8 8 0
Nursing, midwifery & health visiting staff 302 291 11 300 268 32
Dr K Kotegaonkar Drs KS Kotegaonkar, MK Kotegaonkar, Nursing, midwifery & health visiting learners 0 0 0 0 0 0
CM Lal & BP Halder
Spring Lane Surgery, Radcliffe 530 443 Scientific, therapeutic and technical staff 115 111 4 93 93 0
Social Care staff 0 0 0 0 0 0
Dr M Qureshi* Drs MI Qureshi, D Nicholsby, &
Dr AJ Behrana Other 0 0 0 0 0 0
Blackburn Street Health Centre 565 462
Note: Total 677 634 43 610 567 43
*Dr Qureshi comparative figures are for part year only
Bury PCT has not received revenue payments from its own charitable funds. These funds are
administered on behalf of the PCT by Pennine Acute NHS Trust
Being Open and Transparent Having a Patient Focus
STATEMENT OF THE CHIEF EXECUTIVES RESPONSIBILITIES AS THE ACCOUNTABLE OFFICER OF THE STATEMENT OF DIRECTORS RESPONSIBILITIES IN RESPECT OF THE ACCOUNTS
The directors are required under the National Health Service Act 1977 to prepare accounts for each financial year. The Secretary
The Secretary of State has directed that the Chief Executive should be the Accountable Officer to the organisation. The relevant of State, with the approval of the Treasury, directs that these accounts give a true and fair view of the state of affairs of the
responsibilities of Accountable Officers are set out in the Accountable Officers Memorandum issued by the Department of Health. organisation and the net operating cost, recognised gains and losses and cash flows for the year. In preparing these accounts,
These include ensuring that: Directors are required to:
i. apply on a consistent basis accounting policies laid down by the Secretary of State with the approval of the Treasury;
- there are effective management systems in place to safeguard public funds and assets and assist in the implementation of
corporate governance; ii. make judgements and estimates which are reasonable and prudent;
- value for money is achieved from the resources available to the Primary Care Trust; iii. state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained
in the accounts.
- the expenditure and income of the Primary Care Trust has been applied to the purposes intended by Parliament and conform
to the authorities which govern them; The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the
financial position of the organisation and to enable them to ensure that the accounts comply with requirements outlined in the
- effective and sound financial management systems are in place; and above mentioned direction of the Secretary of State. They are also responsible for safeguarding the assets of the health authority
and hence for taking reasonable steps for the prevention of fraud and other irregularities.
- annual statutory accounts are prepared in a format directed by the Secretary of State with the approval of the Treasury to give
a true and fair view of the state of affairs as at the end of the financial year and the net operating cost, recognised gains and The directors confirm to the best of their knowledge and belief they have complied with the above requirements in preparing the
losses and cash flows for the year. financial statements.
By order of the board.
To the best of my knowledge and belief, I have properly discharged the responsibilities set out in my letter of appointment as an
Dated 19.07.06 Signed.....................................................Chief Executive
Dated 19.07.06 Signed .....................................................Finance Director
Achieving Meaningful Outcomes Valuing Staff
Statement on Internal Control 2005/06 A full copy of the statement of Internal Control is available from the PCT in request. Tel 0161 762 3126
Bury Primary Care Trust Independent Auditors’ Report to the Directors of the Board of Bury Primary Care Trust
1. Scope of Responsibility I have examined the summary financial statements set out on pages 20 to 35.
The Board is accountable for internal control. As Accountable Officer and Chief Executive of this Board I have responsibility for
This report is made solely to the Board of Bury Primary Care Trust in accordance with Part II of the Audit Commission Act 1998
maintaining a sound system of internal control that supports the achievement of the organisation’s policies, aims and objectives.
and for no other purpose, as set out in paragraph 36 of the Statement of Responsibilities of Auditors and of Audited Bodies
I also have responsibility for safeguarding the public funds and the assets of the organisation.
prepared by the Audit Commission.
As Chief Executive of Bury Primary Care Trust (PCT) I am accountable to the Chair and Non-Executive Members of the Board of
Respective responsibilities of Directors and auditors
Directors for the management and performance of the PCT.
As a member of the Board of Directors, I share equal accountability with the Chair, Non-Executive and Executive Directors for the The Directors are responsible for preparing the Annual Report. My responsibility is to report to you my opinion on the consistency
performance and probity of the PCT. of the summary financial statements within the Annual Report with the statutory financial statements. I also read the other
information contained in the Annual Report and consider the implications for my report if I become aware of any misstatements or
Partnership working with other Bury organisations is effected through: material inconsistencies with the summary financial statements.
• Bury Local Strategic Partnership • Bury Health Partnership Group
• Local Implementation Teams (LITs) • Hospital Site Manager/PCT Chief Executive Meetings Basis of opinion
Partnership working with Greater Manchester organisations, including the Greater Manchester Strategic Health Authority I conducted my work in accordance with Bulletin 1999/6 ‘The auditors’ statement on the summary financial statement’ issued by
(GMSHA) is effected through: the Auditing Practices Board.
• Greater Manchester Chief Executive Forum • Greater Manchester PCT Chief Executives’ Meetings
• Greater Manchester PCT Executive Directors’ Meetings • Joint Collaborative Commissioning Leads’ Meetings
• North East Sector (of Greater Manchester) Strategy Boards • Association of Greater Manchester PCTs In my opinion the summary financial statements are consistent with the statutory financial statements of the PCT for the year ended
31 March 2006.
In addition, comprehensive reporting arrangements are in place to demonstrate our performance to GMSHA through our Local
Delivery Plan, Business Plan and Annual Accountability Agreement.
The process of internal control has been maintained and reviewed within the following framework, particularly in respect of:
• The Board receives the reports on a bi-monthly basis as the primary document for assessing compliance with national and local
targets, and also provides an overview of all major operational and governance issues. It also receives and endorses key internal
Name: Jackie Bellard Date: 15 September 2006
and external reports that demonstrate the adequacy of the internal control function
Title: District Auditor
• The Professional Executive Committee receives regular reports on all clinical aspects of assurance and provides an overview
of the organisation’s compliance with national and local standards Address: Aspinall House
• The Risk Management Sub-Group monitors the performance of the internal control functions and reviews the Assurance Aspinall Close
Framework, prior to its endorsement of the Board Middlebrook
• The Audit Committee endorses and monitors the financial and corporate governance performance of the PCT Bolton
• Internal Audit review the corporate governance performance of the PCT through the review of key Controls Assurance
• Executive Directors and Senior Managers have delegated responsibility for the achievement of organisational objectives and
risk minimisation, and for the management of risks generated within clinical and non-clinical areas
I am of the view that the mechanisms and systems outlined in this document demonstrate that the PCT has done its reasonable
best to maintain a sound system of internal control to manage the risks to achieving their objectives.
Stephen Mills 28th April 2006
Acting Chief Executive
Team Working Having A Positive Approach